Why Use Work Place Coaching & How to Manage Coaching tell you about coaching and the benefits to your company. At pathway group we offer a number of different courses in Business Management and Leadership including coaching. If you would like to find out more about these courses call us on 0121 707 0550 or e-mail: info@pathwaygroup.co.uk and more more business advice follow our blog: www.pathway2grow.co.uk/blog

1. Why Use Work Place
Coaching & How to
Manage Coaching.

2. Coaching is the process of asking
questions to help both the coach
and the Coachee understand the
Coachee’s thoughts on key subjects
in order to create action which drive
individuals to key goals.
The purpose of coaching is so
that the individual recognises and
identifies the best course of
action themselves; increasing their
own self-awareness, understanding
and competence by discovering the
best route for them, rather than
being told ‘how it is done’.
What is Coaching?

3.  Generally one-to-one.
 Targeted at personal
development.
 Designed so the person being
coached gains awareness and
insight rather than directly telling
them what to do or what they
should learn, It is focused on
helping the individual achieve
specific goals and is directed
towards action
Key Characteristics Include

4. “The coaching discussion is based on
the coachee’s agenda
& needs, not the coach’s.
It requires an honest & open
relationship between the coach &
the coachee, where the coach is
supportive & encouraging.”

5. Coaching, over & above many
other techniques in the
workplace has personal
development at its core, so not
only is it able to drive forward
business objectives but does this
by creating greater personal
worth & quality from the
individuals being coached,
subsequently creating greater
capability for improved
individual & organisational
performance in the future.
Why Introduce Workplace Coaching?

6. Possible benefits for the individual can be:
 Clear Goals & Objectives.
 Increased Motivation & Commitment.
 Improved Decision Making.
 Enhanced Self-awareness.
 Greater Flexibility.
 Increased Self-confidence.
 Ability to Work Independently.
 A Greater Sense of Responsibility for
their own Actions & Results.
In short, for businesses, a more
motivated and productive workforce.
The Benefits

7. Key Coaching Principles
Coaching is a Learning Partnership:
Between the coach and the coachee and is
central to the change that made. Effective
coaching will be about the coach and the
individual learning and that driving change and
action.
Coaching is Done in the Context of Work:
The coach needs to have an understanding of
this work context, while also appreciating the
person overall and what has shaped their
attitudes and habits.
The Coachee Sets the Agenda:
Unless the person being coached defines the
agenda for the coaching it is unlikely to be
successful. This can be very challenging for
some people or very easy for others.

8. The Coach is a Facilitator:
By asking questions rather than having answers the coach helps
challenge the coachee to learn and develop, and does this by
finding learning methods which suit the person being coached.
Outcomes are Change & Development Focused:
Coaching should enable the coachee to achieve meaningful and
valuable changes that make a positive difference. This will vary from
individual to individual, and should be evaluated dependent on the
agenda set out at the outset.
A Coachee Should Develop Insight & Realise their Potential:
The learning process during coaching will enable the individual
being coached to increase their understanding of themselves and
progress. This will be delivered by the coach fostering these
elements.
Positive Affirmation Increases Worth:
A coach will, through positivity and celebration of achievements
increase a coachee’s sense of self worth.
Key Coaching Principles

9. Grow
Sir John Whitmore sets out a coaching model designed to grow people,
performance and purpose. The model, needs to be set in the context of
self-awareness and responsibility, and demands that the coach has
effective questioning and active listening skills.
Goals
What goals do you want to achieve?
 REALITY: What is the current status/what have you achieved?
 OPTIONS: What are the routes available?
 WILL: What will you do?
This process takes a coachee through the process of articulating what it
is they want, exploring the ways this could be achieved and then making
a string commitment to achieving the goal.
Popular Coaching Models

10. The CLEAR Model
The CLEAR model makes explicit the importance of not just having a goal (as
does the GROW model) but also of wider issues, encouraging questions like
“How would you like me to coach you today?”, ”What helps you learn?”
and “What stops you learning?”
The CLEAR model emphasises the importance of reviewing the session.
Contracting: Opening the discussion, setting the scope, establishing the
desired outcomes, and agreeing the rules.
Popular Coaching Models

11. The CLEAR Model Focuses
Listening:
Using active listening and interventions the Coach helps the Coachee develop their
understanding of the situation and generate personal awareness and interest.
Exploring:
Helping the Coachee to understand the personal impact the situation is having on
themselves, then challenging the Coachee to think through possibilities for future
action in resolving the situation.
Action:
Supporting the Coachee in choosing a way ahead and deciding the next step.
Review:
Closing the intervention, reinforcing areas covered, decisions made and value
added. The coach should also encourages feedback from the client on what was
helpful about the coaching process, what was difficult and what they would like to
be different in future coaching sessions.
Popular Coaching Models

12. OSKAR
OSKAR is a framework for solution focused coaching.
At heart this solution-focused approach involves:
 Finding out what works and doing more of it.
 Stopping doing what doesn’t work and doing something else.
1. Outcome:
 What is the objective of this coaching?
 What do you want to achieve today?
2. Scaling:
 On a scale of 0 to 10, with 0 representing the worst it has ever been and 10 the
preferred future, where would you put the situation today?
 You are at n now; what did you do to get this far?
 How would you know you had got to n+1?
Popular Coaching Models

13. Know-how & Resources:
 What helps you perform at n on the scale, rather than 0?
 When does the outcome already happen for you – even a little bit?
 What did you did to make that happen?
 How did you do that?
Affirm & Action:
 What’s already going well?
 What is the next small step?
 You are at n now, what would it take to get you to n+1?
Review:
 What’s better?
 What did you do that made the change happen?
 What effects have the changes had?
 What do you think will change next?
Popular Coaching Models

14. FUEL Model
The four steps in the FUEL model are:
Frame the Conversation:
Set the context for conversation by agreeing on purpose, process, and
desired outcomes of the discussion.
Understand the Current State:
Explore the current state from the coachee’s point of view, expanding his
or her awareness of the situation to determine the real coaching issue.
Explore the Desired State:
Articulate the vision of success and explore multiple alternative paths
before prioritizing methods of achieving this vision.
Lay out a Success Plan:
Identify the specific, time-bound action steps to be taken to achieve the
desired results, and determine milestones for follow-up and
accountability.
Popular Coaching Models

15. Coaching, typically represents a
significant shift in mind set for
businesses & Managers, & often
requires a different relationship
between the Manager/Coach &
Coachee or staff member than is usual.
In some cases, businesses will ask their
own Managers to be the coach, rather
than bringing in external Coaches. This
is potentially more challenging,
however, if you are looking to make
coaching central to your management,
then this needs to be addressed.
Implementing Coaching
in Your Business

16. Two requirements in particular are
openness and honesty
between the parties & the
concept that the coaching should
follow the coachee’s agenda, can
present issues if the coach is the
Line Manager.
This can be overcome by making
the coach be another manager in
the business rather than the
Direct Line Manager.
Implementing Coaching
in Your Business

17. To Get/Buy in from the Top:
Ensuring the leaders in the business
understand the skills required to coach and
then lead by example. Nothing will diminish
the impact of implementing coaching more
than key leaders in the business, not
committing to coaching themselves.
Create Understanding:
Everyone involved needs to understand
why coaching is being implemented, what
coaching is and how both Coaches and
Coachees can expect to benefit from
coaching
In order to implement
coaching in your business,
you will need:

18. Choose Training Providers Carefully:
Whoever is going to train leaders and
managers in your business to coach, they
need to have a track record, it probably
helps if they are coaches themselves, and
in addition to the training, they should
also offer on-going support to your
business.
Motivators to Coach:
Managers need to be targeted on their
coaching, not just on how much time is
spent coaching, but also by ensuring
there is a feedback system in place so
that coaching becomes part of a
managers performance requirements

19. Set Targets:
There needs to be qualitative and
quantitative measures in place in order to
evaluate the success of coaching in the
business. Set these out at the beginning
and have the tools in place to monitor
them.
Give it Time:
Coaching is not an overnight fix, but a
medium to long term investment in the
growth of your staff and therefore your
business. You will need to put time in to
get buy in, time to train the coaches and
time to implement an ongoing training
and review programme.

20. Implementation of coaching into your business could
take between 6 months and year, & then an on-going
review will be in place to ensure it is working well.
The results can be significant, but there will be an
investment in time.

21. Visit: http://pathway2grow.co.uk/blog
Call: 0121 707 0550
E-mail: info@pathwaygroup.co.uk
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